A Smart City for Everybody

/ A Smart City for Everybody

Solving for Social and Economic Resilience
 What is a Smart City?

“The effective integration of physical,

digital and human systems in the built
environment to deliver a sustainable,
prosperous and inclusive future —”

British Standards Institute

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 Table of Contents
Challenge Statement 5 Community Engagement 36

Project Description 8 Strategic Alignment 42

Project Goals 9 Prepared for Success 44

Social and Economic Resilience Index 11 Phase Two Plan 47

Connect 11 Partners 49

Adapt 12 Technology Partners 49

Succeed 13 Community Partners 50

Smart City Rationale 15 Education Partners 51

Digital Ecosystem 17 About the Smart Cities Challenge 52

The Kit 17 Key Dates 53

The Connection 20 Smart City Team 54

The Hub 23 Glossary 55

The Community 26

The Ride 29

The Data 31

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 Challenge Statement
We envision a future where Mississauga
has solved for Social and Economic
Resilience; where everyone has equal
opportunity and feels empowered; where
communities are vibrant; a place where
people connect, adapt, and succeed;
supported by a robust digital ecosystem;
measured by a social resilience index.
A Smart City for Everyone.

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 A Smart City for Everybody
The City of Mississauga has demonstrated a strong We believe that Social and Economic
commitment to the Smart Cities Challenge with a bold
idea that addresses real community needs. We will Solve Resilience are the key features for
for Social and Economic Resilience by creating a city-wide
a bright future and a beneft to all
digital ecosystem.
Canadian communities. We are creating
Our goals are ambitious - to enable a sustainable and
desirable city to live work and play; to enable equal access
a Smart City for Everybody.
and opportunity; to enable choice for a mobile economy.
At the core, Mississauga’s Smart Cities initiatives are about
transformational city building and will focus on creating
vibrant, inclusive communities with a high quality of life.

Digital ecosystem:

• 50 co-working hubs, anchored in the City’s 23

neighborhoods, where people can work remotely, and
connect to a wide range of services

• 100 indoor/outdoor accessible Connection kiosks where

citizens can easily fnd information, power up and work

• 5,000 digital Kits to bridge the digital divide for citizens

unable to afford system access

• adaptive transportation that helps people stay

connected and move easily between communities

• open, transparent and connected data

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 We are a new city (40 years old). We are a young city (39 on
average). We are a diverse city (over 200 languages spoken). We
are a city of immigrants (53%). We are a city of entrepreneurs and
business owners (1/4 local labour force ). We are a city preparing
for our future. We believe that Social and Economic Resilience are
the key features for a bright future for all Mississaugans.

We are creating a Smart City for Everybody.

The world is always changing with new technologies,
new ways of doing things, changes in social and cultural
activities. Being resilient - the ability to connect, adapt and
succeed - will ensure that individuals, communities, our city
and our country can thrive in an uncertain future.
communities with a high quality of life. Collaboration and
community engagement are not only vital to our success
but the key to achieving our goals. We know that our city
is poised and ready to take on a project of this scale. We
believe that when everyone wins we all win.

The outcomes we are looking to achieve are ambitious -

to enable a sustainable and desirable city to live work and
play; to enable equal access and opportunity; to enable
choice for a mobile economy. At the core, Mississauga’s
Smart Cities initiatives are about transformational city
building and will focus on creating vibrant, inclusive

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 Overview of Project
The creation of a digital ecosystem that will support
Social and Economic Resilience in Mississauga.
The digital ecosystem is a comprehensive system that
will cover all 23 communities across Mississauga and
is intended to support the work of our community and
industry partners, bridge the digital divide and provide
equitable and customized access for the entire city.
Community Partnerships will be key to delivering services
and supports to our community as they hold the expertise,
connections and history with their communities.
Ecosystem Features
The Ride - Connected intermodal transportation options
such as bike and car sharing; electric vehicle plug ins; Wi-Fi
on city buses; automated traffc management system to
ensure effcient routes for transit to and from hub locations
The Data – A portal that connects the digital ecosystem
providing easy access to services and information including
the Kits, Connections, Hubs and community amenities that
offer choice to live, work, and play as well as support and
opportunity to succeed. The use of Open Data, GIS and
other Smart City technologies will be central to the success
of the portal.

The Kit - A digital Kit for individuals to help bridge the

digital divide; enable mobile work

The Connection - Accessible digital stations located

throughout the city to help connect citizens to services;
enable mobile work

The Hub - Digital hubs that will provide opportunities for

networking; connections to services, training and tools;
mobile work space

The Community - Digital services that provide support at

a community level such as free Wi-Fi, connected parks and
main streets

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 Project Goals
Mississauga’s Smart City proposal has
three goals: to enable equal access
and opportunity; to enable choice
for a mobile economy; and to enable
a sustainable and desirable city to
live work and play. We believe that
by developing Social and Economic
Resilience in individuals, organizations
and communities we will future proof
our city and its citizens.
GOAL 1: To enable equal access and opportunity
Prospects for opportunity in Mississauga are not equal.
We heard clearly from residents that they need more
help to fnd and access information, services offered by
the city and others, and that they generally need more
support to be successful in Mississauga. This support
includes opportunities for better and more stable
employment, better access to housing, health care, transit
and recreation. We also heard from many residents
that some members of the community (including low-
income residents, youth, new immigrants, seniors) are at a
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disadvantage in terms of being able to access digital tools
and services, training opportunities, services and supports
and, therefore, face more barriers to success.
Income inequality is growing in Canada. While Mississauga
is a thriving and successful city with unique opportunities,
the challenge that Mississaugans have identifed is being
experienced all over Ontario and Canada. The United Way
has found a relative increase in inequality in Peel Region
of 49% from 1970 to 2015*. This increase is consistent
with other regional municipalities in the GTA and with
municipalities of Toronto, Calgary, Montreal and Vancouver.
Income polarization also experienced a relative increase of
39% in Peel Region over the same period.
Changes in neighbourhood income distribution in Peel
Region are also startling. The number of middle income
census tracts has decreased by 41%, while low income
census tracts have increased by 52% between 1970
and 2015*. According to the United Way, “low-income
neighbourhoods face lower educational attainment, higher
unemployment rates and greater poverty. They also lack
access to community services and programs—supports
people need to thrive.”
We believe that by providing access to digital tools,
working spaces, networking opportunities and training we
* Stats: The United Way. “The Opportunity Equation in the Greater Toronto Area”, 2017
 can help to bridge this gap and provide resilience through
education and support.
Desired Outcome: A city that has removed barriers for
vulnerable populations such as new immigrants, people
who have low and very low incomes, youth, racialized
communities, and people with disabilities by providing
access to digital services and tools, as well as through the
strength of our collaborative approach with our external
community partners.
GOAL 2: To enable choice for a mobile economy
The economy is shifting and the workforce is changing.
The pace of change in recent years is accelerated, largely
due to digital technologies. 45% of Canadians are
predicted to be self-employed by 2020 (Intuit Canada)
and 75% of the Canadian workforce will be mobile
by 2018 (IDC). By providing high quality workspaces
throughout the city people can choose to work close to
home; at locations that have the specifc amenities they
need; close to their clients; near their children’s schools;
or wherever is convenient each day. From our business
communities we have heard concerns about lack of
opportunities for networking and B to B support. These
hubs will provide both organized and happenstance
opportunities to connect. These features will create vibrant
communities that will help retain talent in our city and
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provide a great place to live, work and play.
Desired Outcome: A city that provides opportunities for
mobile workers to have choice about where and how they
work; a city that is neighbourhood focussed with a high
quality of life; a city that draws people to it’s vibrant and
connected communities; a city that retains and attracts a
modern workforce
Goal 3: To enable a sustainable and desirable city to live
work and play
As they say, change is the only constant. The world will
continue to grow and evolve, globalization, the effects
of technology, shifts in our economy will continue to
occur. We believe that resiliency - an ability to recover
from or adjust easily to misfortune or change - is the
key to creating a great city for the future. By creating
strong communities; providing infrastructure that adapts
to changing needs and technologies; and helping grow
resiliency throughout Mississauga we will be able to
provide a strong base for whatever the future may be.
The creation of this Smart City digital ecosystem is about
place making and positions the City of Mississauga as a
destination that is known for live, work and play.
Desired Outcome: A city that people seek out; that fnds
strength in its ability to connect, adapt and change
 Meaningful and Measurable - a Social and
Economic Resilience Index
There is no one indicator that can measure social resilience.
Resilience is the ability to recover quickly after changes.
Some of the changes the city and its residents face
are predictable – such as population growth, an aging
population, and increased mobility of the workforce. Many
are unforeseen challenges that may emerge as technology
develops and the world continues to evolve. For this
reason, resilience needs to address a range of possibilities
and help residents be prepared to respond to the unknown.
The city’s best strategy is to develop a Social and
Economic Resilience Index. The Index will include a suite
of indicators which work together to assess the ability of
residents to connect, adapt and succeed. These metrics
will assess whether people can make a timely recovery
from economic or social disruption. They also assess
whether Mississauga, as a community, is socially resilient.
While ambitious, many of these are clearly achievable
through a more robust digital ecosystem such as internet
access, access to information, connection points in the
community, access for everyone and daily connection
rate. Qualitative indicators that assess sense of belonging,
diversity as a strength, social cohesion/community trust,
optimism for the future and quality of life will be developed
alongside our community and educational partners.
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The Social Resilience Index assesses the overall outcome
of improved economic and social resilience for all residents
using the three pillars of connect, adapt and succeed,
which form the framework needed to assess our goals.
Connect: Goals And Measures
To enable equal access and opportunity
Bridge the digital divide by providing easy and accessible
access to services, supports and technology
measure(s): Internet access – Percentage of lowest income
quartile Mississaugans with internet access
Easy, free and accessible information and services
measure(s): percentage of buses with free Wi-Fi (currently
0 buses); number of public access Wi-Fi hotspots; number
of Kit loans; number of Kits lent out; Access to information
- Number of online services, tools and activities
Improve access for everyone regardless of ability, culture
or language
measure(s): Connection points in the community - Number
of Kits (currently 5), Connections, Hubs; distribution of
Kits, Connections, Hubs across the city; users on transit
and active transit access; Access for everyone - Number of
free voice frst connection points;
 Service Design to make public services as effective and
accessible as possible - participatory, human-centered
based on research and evidence.
measure(s): quality of service based on surveys; usage and
direct feedback
To enable choice for a mobile economy
Connect youth, newcomers, entrepreneurs, mobile
workers and start-ups in the community
measure(s): Business Connections - Number of networking
activities; new business connections
Improve digital connectivity options throughout the city
measure(s): Daily connection rate – number of people who
connect to kits, connections, hubs on a daily basis (25,000
times per month in 2016; over 6000 customers daily).
Enable continuity of connectivity while residents
are mobile
measure(s): Measurement of routes across facilities and
multimodal transport (transit, walking, biking)
To enable a sustainable and desirable city to live work
and play
Enable place making and connection to the community
around community hubs
measure(s): Social cohesion/community trust – Current
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study is being undertaken by United way which will
establish baseline
Create vibrant communities
measure(s): Diversity as a strength – Percentage of
Mississauga residents who rate diversity as a strength
(2017 Citizen Satisfaction Survey - 45% strongly agree)
Encourage participation and engagement in
community life
measure(s): Sense of belonging – Percentage of
Mississauga residents who feel a strong sense of
belonging (2017 Citizen Satisfaction Survey– 41% strongly
agree); Optimism for the future – Current study is being
undertaken by United way which will establish baseline;
Voter participation
Create a city-wide digital ecosystem
measure(s): Implementation of Ecosystem - Kits,
Connections, Hubs, Communities, Ride, and Data
Adapt: Goals And Measures
To enable equal access and opportunity
Be a conduit to services and support offered by agency
partners (e.g. United Way), Peel Region and schools
measure(s): Access to life-long training – number of re-
 skilling, up-skilling programs offered through hubs
Increase integration of newcomers into communities
measure(s): Access to City services in any language
To enable choice for a mobile economy
Enable innovation, entrepreneurs, start-ups and students
to thrive
measure(s): Continuous Usage - number of people and
length of time they use the workspaces on an ongoing basis
Provide choice for residents in terms of where to work
measure(s): Opportunity for work mobility; Number of free
workspaces
To enable a sustainable and desirable city to live work
and play
Enable career resiliency
measure(s): Access to business /commercialization
supports; number of support services offered for
businesses through hubs
Be ready for the changing nature of work – mobile
and connected
measure(s): Number of people working remotely
in Mississauga; Number of companies that endorse
employees to work at Hubs
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Clear, easy to access open data and analytics
measure(s): Open Data Sets (143 sets currently); Increase
in Community Innovation (civic innovation groups,
use of Open Data); Increase in Public Awareness and
Understanding of Open Data
Succeed: Goals And Measures
To enable equal access and opportunity
Newcomers to Mississauga will immediately have access
to the supports they require to be successful
measure(s): Newcomer integration and employment
numbers; Social connectivity
Vulnerable populations will have improved economic
prospects and social connections
measure(s): Unemployment Numbers; Social Activity
Newcomers’ work will match their education and
skills levels
measure(s): New Canadians working in an occupation that
corresponds to their feld of study (24% newcomers vs
64% Canadian-born. Stats Can)
To enable choice for a mobile economy
Hubs will be highly utilized and be accepted by local and
 regional industry as acceptable workspaces measure(s): Complete and vibrant communities that will attract and
number of companies that choose to let their employees retain residents, employers and businesses
work at hubs measure(s): Employment Attraction and Retention –
Number of students trained in Mississauga staying for
Mobile workers, Entrepreneurs, small businesses and work; Net importer of jobs number
youth will feel supported and successful
measure(s): Unemployment rate (currently 8.7%); Youth
employment rate (Peel region 17.6%) Number of successful
and growing businesses based in hubs

Networking and B to B activities will be integrated into

everyday practice
measure(s): Number of activities and business connections;
number of businesses, activities and services that are
created within Hub communities

To enable a sustainable and desirable city to live work

and play

Demonstrate to the world that Mississauga is investing

and growing ICT as a key part of the Tech Corridor
measure(s): Number of connections across tech corridor

Excellent quality of life

measure(s): Quality of life (89% rated the overall quality of
life as excellent or good)

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 Smart City Rationale

75%
Rationale for applying a Smart City approach of the workforce
to achieving the identified outcome(s) will be mobile
A Smart City approach of leveraging connectivity and
by 2020
digital technologies, along with strong community
collaborators, is the best way to keep up with the rapid
pace of change and tackle challenges that are to come,
both foreseen and unforeseen. For our desired outcomes
the creation of a civic digital ecosystem will help support
the community by:

• supporting a modern workforce that will been seen as a

feature for working in Mississauga

• bridging the digital divide and providing opportunities

for access to emerging technologies

• leveraging a citywide network of existing and new

technologies

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 The economy is shifting. Changing Neighbourhood Income Distribution
demographics, a mobile workforce,
steady immigration and growing 1970 – 2015, Peel Region (United Way)
income inequality are creating an
uneven playing feld for opportunity 100 %
across Canada – and Mississauga is
no exception.
90 %

80 %

70 %

60 %

50 %

40 %

30 %

20 %

10 %

0%

1970 1980 1990 2000 2010 2015

Middle Income -41% Low & Very Low Income +52%

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 Digital Ecosystem
We will improve the Social and Economic Resilience
for all residents. We will achieve this ambitious goal by
creating a strong digital ecosystem that will enable people
in all of Mississauga’s 23 communities to connect, adapt
and succeed.
A digital ecosystem consisting of Kits, Connections, Hubs,
Communities, Rides and Data will be developed with
local social agencies and industrial partners to ensure
sustainability and access to appropriate services and
programs. Connecting all Mississaugans to information,
services and supports will improve equity and help
bridge the digital divide by providing opportunities for all
residents to succeed now and in the future.
Mississauga will implement Smart City strategies to
address the needs of each community. These strategies
were inspired by everyday Mississaugans, and designed
to help solve the specifc challenges each is facing. They
work to beneft residents on a personal level by making
them more prepared for changing circumstances, and also
prepare Mississauga to be a more resilient community in an
ever changing future.
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The Kit
The Kit is a set of basic digital tools that will help to
bridge the digital divide by addressing the barrier of
inequitable access by providing equal access to digital
technology regardless of economic status, and empower
residents with easy access to information / services . Each
Kit will include, at minimum, a tablet and Wi-Fi hotspot.
5000 Kits will be made available in the frst phase of the
project through programs and services already delivered in
the community - public libraries, community centres and
other agencies. As Mississauga’s Smart City initiatives are
developed and implemented, and additional partners are
engaged, the City will continuously increase the number of
Kits available, as well as the digital tools offered.
The Kit was inspired by Steve, a single dad living in
Meadowvale. He currently works at Pearson Airport but
is re-training in project management so he can get a job
with more fexibility so he is more available for his growing
family. Time and money are in short supply, buying a
computer and paying for internet is diffcult. Signing out
a kit that includes a computer and a Wi-Fi hotspot will
help him to do his courses online and access a variety of
services that help him and his kids.
 The Kit
Not everyone has access to the
same digital tools. The Kit is a set
of tools that will help to bridge
the digital divide by providing a
basic digital tools to Mississaugans.
These will be made available
throughout the City and integrated
into programs and services already
delivered in the community such as
Libraries and other agencies.

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 Case Study 1

This is Steve.
Steve is a single dad living in
Meadowvale. He currently works at
Pearson Airport but is re-training
in project management so he can
get a job with more fexibility so he
is more available for his growing
family. Time and money are in short
supply for Steve. Buying a computer
and paying for internet is diffcult –
if not impossible. Signing out a Kit
that includes a computer and a wi-f
hotspot has helped him to do his
courses online and access a variety of
services that help him and his kids.

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 The Connection
The Connection is a mini-hub of activity, digital services
and Wi-Fi that will connect Mississaugans to information,
services and supports where they are, providing easy and
equitable access.
500 Connections will be implemented throughout
the city, including municipal facilities, parks and other
public spaces. Each Connection will have voice frst (AI)
information services connecting to the City’s 311 service
and United Way’s 211 service in multiple languages;
interactive digital screens with local and city wide
information; free Wi-Fi hotspots; device charging stations;
and will be accessible without personal digital devices
Additional features:
• Smart Street Furniture
• Integration into existing infrastructure such as
MiWay stops
• Solar power cells
• Digital Public Art
• Sensors to monitor traffc, usage, and the environment
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• Security features such as lighting and security cameras
• Innovative technologies such as augmented reality
(AR); GIS integration
As part of AODA compliance, the Connections will be
responsive by physically adapting to the needs of the
public around them. Based on a user submitting their
preferences and needs through an app, the kiosk can
respond appropriately. For example, playing audio messages,
brightening the screen or adjusting street lighting.
The Connection was inspired by Agata, a mom and
entrepreneur. She spends a lot of time driving her children
around to soccer, swimming, dance class, and other
programs. As an entrepreneur, she always needs to be
on top of her business. With the Connection, she will
always have a place to plug in, power up and connect
as she watches her kids in their various activities. It will
also be useful for her to fnd out about local workshops
and networking events, as well as new business e-books
available from the library.
 This is an example of what has been tested in Paris by JCDecaux with Mathieu Lehanneur
The Connection
These mini hubs of activity, digital
services and wi-f will connect
people to services where they are.
They will be located throughout
the city in facilities, parks and other
public spaces. They provide easy
and equitable access to services.

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 Case Study 2

This is Agata.
As a mom and a new entrepreneur,
she spends a lot of time driving
her children around to soccer,
swimming and dance classes. Agata
always needs to be on top of her
business. She loves that she can
always fnd a place to plug in, power
up and connect as she watches her
kids in their various activities. She
has also found it handy to be able
to fnd out about local workshops
and networking events. The Smart
Cities mapping tool has been very
useful for fguring out where she
can set up shop as she plans her
busy days.

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 The Hubs
The Hubs are co-working facilities where people can
learn, work, meet and succeed. Each of these workspaces
can scale up or down to use the available space most
effectively. Hubs will provide an open and inclusive space
with access to community amenities, information and
support. They will be a place to make connections, learn,
access services, build confdence and fnd opportunity.
The Hub is place that feels safe; a place in their local
community. Newcomers, people with low and very low
income, youth, entrepreneurs and mobile workers will fnd
the support they need.
100+ Hubs will be part of the digital ecosystem. This
will include 50 new hubs, approximately 2 for each of
Mississauga’s 23 neighbourhoods. Additionally, 50+ Hubs
will be integrated into existing partner facilities.
Hubs Features:
• Shared workspaces (including digital offce tools, Kits)
• Meetings rooms and private offces
• Networking and other social activities
• Access to digital Mississauga Library resources
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• Digital and in person training opportunities
• Certifcation from regional companies and institutions
as a Preferred Offsite Mobile Work Facility for their staff
• Connection point for regional agencies, social services,
business services, and other related institutions
• Connections will be set up at these facilities to provide
all of the services included in this component including
Wi-Fi and charging station; AI services (311, 211);
interactive screens
• Food and beverage options
The Hub was inspired by Akua, a recent immigrant from
Ghana who has been struggling to fnd work, despite his
wealth of experience. Leveraging the freely accessible
workspace of a hub will connect him with a variety of
United Way employment programs and other services that
help him adapt to work in Canada. Along with employment
activities, the Hub can also offer social activity that gives
Akua the opportunity to meet with a variety of others
in his community that are using the Hub as a mobile
workspace, to start small businesses and up-skill, among
other activities.
 The Hub
The Hub Integrated into existing
facilities, each Hub will provide
workspace and amenities to enable
learning, places to work, meet
and succeed. They are a place for
people to make connections, access
services, build confdence and fnd
opportunity. A place that feels safe
in their local community. Hubs can
be any size and be incorporated
into a variety of spaces such as
Libraries, malls and other private or
public locations.

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 Case Study 3

This is Akua.
He recently emigrated from
Ghana and has been struggling
to fnd work, despite his wealth of
experience. He has been working out
of a Hub in his neighbourhood. There
he fnds connections to a variety of
United Way employment programs
and other services that are helping
Akua to adapt to work in Canada.
Along with employment activities,
the Hub has also become a social
activity giving Akua the opportunity
to meet others in his community that
are using the Hub as a mobile work
space, to start small businesses and
other activities.

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 The Community
The Community is at the core of this initiative with each
Connection and Hub uniquely designed to respond to the
true needs of the people it is serving.
enable their employees to work out of any of the city’s
hubs. This will allow Amira to work out of the Port Credit
Hub, connected to a cultural hub with frequent activities to
participate in. By connecting the whole area, Amira will be
able to work anywhere along the waterfront.

All 23 Mississauga communities will be part of this

network of connected and open spaces that will lead the
transformation of the larger digital ecosystem, including
initiatives such as citywide bike shares, electric vehicle
parking and charging stations, smart furniture, and
expanded free public Wi-Fi beyond the current 6000 daily
customers, ensuring all people at home, work and play
have equitable and easy access to multimodal services.

Connecting the Community is inspired by Amira, a

computer programmer who recently graduated from the
University of Toronto Mississauga. Her skills are highly in
demand so she has a choice as to where she would like
to take a job. She likes the work that local companies are
doing but, like many people her age, she does not have a
driver’s license and has no interest in or budget for buying
a car. She grew up in Port Credit and really likes the area.
Amira and her friends enjoy biking, kayaking and other
recreational activities in the area. She also likes the access
to great culture such as food and music. Mississauga will
partner with tech companies to develop programs that

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 The Community
Each Kit, Connection and Hub will be
developed in response to the needs
of the local community. And, in turn,
affect the larger ecosystem including
initiatives such as bike sharing,
public wi-f and access to services.
This is about helping in a meaningful
way and providing equitable and
easy access to services.

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 Case Study 4
This is Amira.
Amira recently graduated from UTM
and is a computer programmer. Her
skills are highly in demand so she
has a choice as to where she would
take a job. She liked the work that
local companies were doing but,
like many people her age, she didn’t
have a driver ’s license and had no
interest in buying a car. She grew
up in Port Credit and really liked
the area. When she found out that a
Mississauga Tech company offered
employees the option to work
out of any of the city’s Hubs, she
thought that sounded pretty great.
She was excited to fnd out that the
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Port Credit Hub was connected to
the Small Arms Building that had
creative activities going on all the
time. Amira also loved that the
whole area was connected so she
could work anywhere along the
waterfront if she needed a change
of scenery. The bike share program
was also handy. She had her own
bike but it was great when friends
or colleagues came to visit because
she could just get them to grab
their bike and their laptops for
lunch at a local restaurant.
 The Ride

The Ride will ensure MiWay (public

transit) will be planned as a reliable
ride between Connections, Hubs
and Communities. Transit routes will
have priority through Mississauga’s
Advanced Traffc Management
System. Buses will provide free
Wi-Fi for those that need to stay
connected, making mobile work an
option on transit. The City will also
develop a program to promote active
transportation as a way of work, life
and play with bike sharing, e-bikes
and walking.

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 The Ride
The Ride MiWay will be the reliable
Ride from your Community, to a
Connection and to a local Hub.
Transit Routes will have Priority
through the Advanced Traffc
Management System and provide
wi-f on the bus for those that
need to stay connected. Active
Transportation will be the way to
work, live and play with bike sharing
programs, e-bikes and programs for
walking and tourism.

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 The Data
The Data A portal that connects the digital ecosystem
providing easy access to services and information including
the Kits, Connections, Hubs and community amenities that
offer choice to live, work, and play as well as support and
opportunity to succeed. The use of Open Data, GIS and
other Smart City technologies will be central to the success
of the portal.
The digital ecosystem of Kits, Connections, Hubs,
Communities, Rides and Data will empower all residents,
providing inclusive access to opportunities that develop
Social and Economic Resilience by:
• Providing equitable & easy access to opportunities that
help people succeed;
• Connecting and integrating youth, newcomers,
entrepreneurs, mobile workers and startups in the
community;
• Bridging the digital divide by providing access to
services, supports, technology;
• Providing places through Mississauga that offers digital
access, enable collaboration and opportunity;
• Ensuring Mississauga is ready for the changing nature
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/ A Smart City for Everybody
of work – mobile and connected
• Creating complete communities that will attract and
retain employees; increase quality of life;
• Helping to contribute to Mississauga’s place in the Tech
Corridor; and
• Testing and developing an innovative idea that can be
repeated across Canada.
Social and Economic Resilience is not just a solution for
Mississauga. Across Canada communities of all sizes are
looking for opportunities to integrate newcomers, support
vulnerable populations, provide a foundation for our youth,
encourage entrepreneurs and support industries now and
in the future. Communities across the country are facing
the same uncertain future in terms of changes in the way
we work. This solution is a scalable, multimodal framework
that has elements that would serve communities of all sizes
across the country.
 The Data
Connecting, analyzing and
sharing data in a way that is clear
and effective is a key feature of
Mississauga Smart Cities. This data
will all be accessed through an
online portal that will showcase
all amenities within the digital
ecosystem through mapping and
the use of open and transparent
data principles.

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/ A Smart City for Everybody
 Digital Ecosystem Components
The Kit – including items such as a laptop,
will be made available throughout the City
and will be integrated into programs and
services already delivered at libraries and
other agencies.
The Connection – Mini hubs of Wi-Fi and
digital services located throughout the
City providing easy and equitable access
to services for people with or without a
device through intelligent digital signs.
The Hub – Locations designed for
remote working and learning that feature
workspaces and digital amenities to
enable residents to work and learn within
their own community.
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/ A Smart City for Everybody
The Community – The needs of
the local community will drive the
development of each Kit, Connection
and Hub.
The Ride – Use of public and active
transportation will be promoted as the ideal
way to move throughout the community.
MiWay will be “The Ride” connecting to
“The Hubs” and “The Connections” with
traffic signal priority and Wi-Fi.
The Data – Leading-edge technologies
including Intelligent Digital Signage,
Artificial Intelligence, Voice First Services,
Augmented Reality, Open Data and
Mobility.
 Technology and Innovation

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/ A Smart City for Everybody
 Digital Ecosystem

Lisgar Malton

Meadowvale Village

Meadowvale

East Credit
Streetsville

Creditview
Central
Erin Mills
Hurontario Rathwood

Mississauga
Erin
Churchill Valleys
Mills
Meadows

Fairview

Erindale Applewood
Cooksville

Mineola
Sheridan

Lorne
Park
Clarkson

Port Credit
Lakeview

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/ A Smart City for Everybody
 Community Engagement
The development of Mississauga’s challenge statement
began long before the Smart Cities Challenge. It is based
on years of engagement with the community to develop
numerous master plans and the City’s Strategic Plan.
The challenges that the statement addresses - concerns
about economic prosperity, inclusion and empowerment
- were identifed in previous engagement and planning
processes. They are issues that are critically important
to the residents as evidenced in these plans and the
City’s ongoing initiatives. The Smart Cities Challenge has
provided an opportunity for the City to revisit valuable
engagement processes through a Smart City lens, and
to connect the vital work that is already underway to
emerging needs, innovative ideas and newly-forged
partnerships in Mississauga.
Mississauga is a highly engaged community and
becoming more so. On average, participation in
consultations with Mississauga increased by 5% between
2015 and 2017, mostly through online engagement,
but also at public meetings and open houses (City of
Mississauga). 364, 400 people have been engaged in the
development of local plans. The City’s Strategic Plan - Our
Future Mississauga was one of the most comprehensive
conversations ever held in the city, connecting with
over 100,000 people. People representing all interests,
ages, geographic areas, socio-economic groups, cultural
backgrounds, and ranges of experiences participated in
the public engagement process. The Plan’s resulting vision
emphasizes the importance of meeting employment needs
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/ A Smart City for Everybody
and attracting innovative businesses, ensuring youth, older
adults and new immigrants thrive, and completing and
connecting neighbourhoods.
Mississauga’s Smart Cities Challenge engagement process
focused on the community-led identifcation of the
biggest problem facing Mississauga. A city-wide process
was designed to allow residents to provide input into a
tailored engagement process for this Challenge. Questions
were designed to ensure that participants had meaningful
input into the development of the challenge statement.
• What are the biggest challenges facing Mississauga?
• What specifcally would you like to see improved?
• How will you know things have improved?
• What technology(ies) do you think could help achieve
this outcome(s)?
Diversity, inclusion and accessibility were important
considerations that were integrated throughout our
engagement process.
• All engagement activities were in accessible facilities
• Plain language was used in all communications
• Digital resources, main website and engagement site
 meet AODA standards
The following activities took place during the development
of the Challenge Application:
• Shawn Slack, CIO and Director of IT, contacted over
50 community partners to engage in this initiative to
ensure diversity and inclusion in Smart Cities. UTM,
Sheridan, Region of Peel, BIAs, Mississauga Board of
Trade, food banks, The Salvation Army, human service
agencies, Ecosource, Peel Environmental Youth Alliance,
Mississauga Youth Action Committee, Community
Living Mississauga, Mississauga Sports Council, SELF,
ONX, Microsoft, CISCO, the United Way, Glenforest
STEM, Dixie Bloor Board District, Conservation
Authorities, The Living Arts Centre, Partners in Green,
Community Foundation of Mississauga and Mississauga
Smart Commute, among others.
• 2000 visits, 243 contributions, 298 submissions Have
Your Say Online Engagement Platform
• 105 participants at 4 Community Engagement Sessions
• 60 participants at 2 Industry Engagement Sessions
• 270 participants. Smart City pop ups were deployed
at all 18 of Mississauga Libraries. This ensured a wide
range of voices from a variety of economic and social
backgrounds, ages and physical abilities.
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/ A Smart City for Everybody
• 258,656 Social Media points of contact providing
opportunities to reach a broad audience; provided
enhanced capability to online translation into multiple
languages via Google Translate; provided the end user
with the capability to manipulate the information into a
more accessible format, depending on their needs such
as the use of screen readers, high contrast visuals; and
other tools that enable accessibility.
• 60 participants at 4 BIA Meetings
• 45 Industry Meetings
• 5000 staff engaged in City’s Intranet
Widespread promotion of the project increased
engagement activities across all platforms and at public
meetings:
• Inclusion in the City’s eNewsletter distributed in January
to 35,000 subscribers.
• Information was distributed to all Councillors for
inclusion in their ward newsletters
• Promotion included on digital screens across the City in
civic facilities including Libraries and Community Centres
From past engagement processes that informed the
development of the challenge statement, there were over
 364 000 points of engagement, including more than 105,000
people engaged in the development of Strategic Plans.
The themes that emerged through engagement with
the community in this process were Empowerment &
Inclusion, Economic Opportunity and Mobility. The issue
of equitable access, both to economic opportunities
and empowerment and inclusion came across clearly in
this engagement process as a key challenge facing the
city’s residents. This was mentioned as being particularly
true for new Canadians, youth and vulnerable residents
in Mississauga. Challenges accessing employment
opportunities, learning about jobs and connecting
to skills training were described as barriers for these
groups. Access also emerged as a key issue related to
empowerment and inclusion. The ability for people with
different backgrounds, languages and skills to connect to
their communities and to access information about the
services offered by the City were clear challenges.
Feedback from this process was reviewed in combination
with previous engagement processes viewed through a
Smart City lens. Some big ideas that emerged supported
the many plans in place and much of the ongoing work
the City is already doing, and focused on priority areas for
Mississauga, including:
• Providing local, sustainable economic opportunities for all
members of the community and retaining local talent.
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/ A Smart City for Everybody
• Providing better access to employment, services and
information housing, health, transit, food, recreation for
Mississauga’s vulnerable populations.
• Interest in incorporating new technologies such as
Artifcial Intelligence (AI), environmental sensors,
blockchain, and AR / Mixed Reality, autonomous
vehicles into city services.
• Making more data more easily accessible to the
community to share information and facilitate
opportunities to develop technological applications
and tools.
Many of the technological solutions that emerged were
also incorporated into the proposal.
A focus on social and economic resilience will positively
impact the outcomes that residents wanted to see, which
included both economic and social benefts for citizens.
Specifc outcomes that emerged from the engagement
process include: reducing barriers and increasing access
to opportunities, equitable access to technology, skills
improvement opportunities for everyone, focus on
marginalized communities, better access to information,
security in terms of housing and jobs and more citizen
participation.
Maintaining a strong connection to the needs of the
community is vital to the implementation and the
 ongoing sustainability of Mississauga’s Smart Cities
initiatives. Continued engagement is essential to build
public trust, knowledge and to ensure that the Smart City
initiatives achieve their intended outcomes.
• Engagement activities will take place throughout the
development and implementation of the fnal proposal.
These will involve working with key partners such:
• United Way and Peel Region to identify, connect with
and maintain relationships with communities
• Key City of Mississauga departments including
Economic Development, Planning & Building,
Transportation & Works, Culture, Mississauga Library
System, along with our newly developed Centre for
Excellence in Community Engagement (CE2)
• Local organizations such as the BIAs, other
community groups
• Local and regional civic tech groups such as Hackernest
and Code for Canada to help to build and grow these
vital community activities
• Local post-secondary institutions such as University
of Toronto Mississauga, Sheridan, OCADU, Glenforest
STEM, to build robust data and analytics research to
ensure long term viability, accuracy and transparency of
public data
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/ A Smart City for Everybody
• Ongoing use of digital tools such as social media, online
engagement portal, and other digital engagement and
communications tactics to ensure ongoing awareness,
calls to action and opportunities for feedback
We will also use creative, educational and situational
engagement activities to create awareness, spark
innovation and engage the community:
• Tech and the City Hackathon 2018
• Public Art. Temporary Public Art will be used to create
awareness and spark conversations. This could include
AR / Mixed Reality, near future storytelling, physical
interventions and installations, interactive artworks and
experiences. Permanent Public Artworks will be used
to connect residents to Smart City initiatives and could
include projects that visualize wellbeing, economic and
social activity and mobility throughout the city. They
will allow for both engagement and awareness.
• Living Labs throughout the city. Like a Bookmobile but
for creating awareness and conversation about Smart
Cities initiatives. This will bring the engagement to the
people in a fun and educational way.
• Working with ESRI and Open Data to develop a suite of
online tools to engage and educate the public. This will
include the creation of ESRI Story Maps, geo-locative
activities that will engage people physically in their
 communities, the integration of local storytellers, artists
and community members in creating content and
activities to advance the project and maintain strong
connections with the community.

• Working with industry partners such as Bosch to

demonstrate various aspects of the Smart City Initiative
such as e-bikes and bike sharing options.

The Social and Economic

Resilience Index
Success factors for building social and economic resilience
are critical, complex and will require co-creating a Social
and Economic Resilience Index with the community. We
have developed a framework and proposed indicators and
metrics as part of this proposal - Connect, Adapt, Succeed.
These will be confrmed with the community to ensure that
the Index is relevant and that it represents the outcomes
that residents want to see.

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/ A Smart City for Everybody
 A Smart City

200+ 780 836

Network Connected Connected Security +
Electronic Signs
1100 Traffic Signals
50 Traffic Cameras
3600
Wifi Access Environmental Connected Mobile
Points Sensors (2019) City Workers
(Smartphones,
tablets, notebooks)

500 850km 50,000+ 60+

Connected Fibre (Public Connected LED Fire Vehicles
Buses Sector Network) Streetlights

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/ A Smart City for Everybody
 Goal Alignment
The City has developed a broad range of plans that
describe the City’s vision for the future and its strategies
to achieve that vision. Almost all plans were developed
through collaborative processes involving community and s
takeholders, collectively engaging approximately 364,400
people. Through the process of developing this idea we
worked cross departmentally to ensure it would align with
the goals, strategies and plans for the community.
Mississauga’s Strategic Plan (2009):
• A foundational plan for the City
• Based on engagement with over 100,000 people
• Defnes the City’s priorities, processes, short and long-
term plans for the next 40 years
• Five strategic pillars for change: move, belong, connect,
prosper, green.
Proposal alignment:
° ‘Belong’ - importance of ensuring youth, older adults
and new immigrants thrive.
° ‘Prosper’ - a global hub of creative and innovative
activity where talent and business thrive;
infrastructure and services to support
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/ A Smart City for Everybody
° ‘Connect’ - working with residents to create
complete neighbourhoods.
Mississauga’s Smart Cities Master Plan (2018/19):
• Currently being developed
• Will adopt the six criteria outlined by Infrastructure
Canada as the framework to ensure continued alignment
and benchmarking capability with other cities
• The City has been developing Smart Cities projects for
several years
IT Master Plan (2015):
• Strategies and actions for the transformation of
Mississauga into an engaged and connected City
including: Foster Open and Accessible Government by
ensuring citizens have easy access to information and
services anywhere, anytime
• Supports Mississauga’s submission by providing open data,
more services available online and in more languages.
• As well, building on Mississauga’s existing activities to
forge new partnerships and to leverage opportunities
for innovation helps fulfll the goal of Improving
Services through Innovation and Partnerships.
 IT Business Plan (2018-2021): provides life-long enrichment, education and empowerment

• To support the City’s strategic pillars and action items
in the IT Master Plan
• Specifc actions include identifying the opportunity to
improve services for citizens through technology such as
Artifcial Intelligence (AI) and Augmented Reality (AR)
• Mississauga’s Smart Cities Challenge Proposal directly
supports these aims.
Mississauga’s Economic Development Strategy Building
on Success:
goals relate directly to this submission including:
• Several of the plan goals will be furthered by the City’s
Challenge proposal including an aim to continue the
steady expansion of electronic products and services
and to fast-track the development and implementation
of a mobile strategy
Youth Plan (2009) and Older Adult Plan (2008)
• Emphasize the importance of empowerment, equity
and inclusion of all citizens, in alignment with the
Challenge Proposal
• Examples include: to provide online portals for youth
to provide feedback on City services

• Ensuring a Supportive Business Environment; Investment

and Jobs; A Culture Of Innovation including the
objectives: Develop Our Local Assets to Create a High
Quality Urban Environment; Leverage Our Post-secondary
Institutions, Centres of Excellence and Research Institutes
to Drive Innovation and Economic Impact; Capitalize
on Our Diversity of People and Cultures; Leverage Our
International Workforce; Strengthen the Relationship
Between Business and Education.

Master Plan for Library Services (2014)

• A framework to ensure the Mississauga Library System

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/ A Smart City for Everybody
 Prepared for Success
Experience implementing complex projects
The City of Mississauga regularly implements complex,
multi stakeholder projects and services. To ensure ongoing
strategic alignment and accountability, these key initiatives
and their successes are reported out to Council and the
Public annually as part of the update to the strategic plan.
Transparency and accountability in the planning process is
also important in proposing and approving major initiatives
starting with the City’s Business Planning and Budget process
where new initiatives are brought to Budget Committee in
a public forum for consideration. Impact and benefts to the
community and alignment to the strategic plan and master
plans is a critical part of the decision process.
There are many examples of successful and transformative
City projects. One such initiative is Celebration Square,
which saw the revitalization of a major public space
in the downtown in response to growth of residential
population and need for better public space. Celebration
Square introduced a community gathering place in
downtown Mississauga that has exceeded all expectations,
is continually at capacity and is open to everyone.
Celebration Square has become a destination, a park, a
place to enjoy all seasons, sports, cultures, watch movies
or simply to enjoy the downtown. Transformation of this
space has been something that is monitored and measured
annually and the City of Mississauga is proud to say that it
now has the 2nd largest Canada Day event held in Canada.
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/ A Smart City for Everybody
The City of Mississauga has had many successes
implementing large scale projects with multi agency
partnerships. The Healthy City Stewardship Centre initiative
was an innovative approach to advancing strategic
objectives around health with the support of multiple
agency stakeholders. In recognition of the signifcance of
this project to the community the City of Mississauga won
the 2006 World Leadership Award for its Healthy City
Stewardship Centre (HCSC) initiative in a ceremony held in
the Royal Courts of Justice in London, England.
Structures, processes and practices in
place for managing and implementing
complex projects
At the City of Mississauga, project implementation and
continuous improvement is a well-established process with
a culture of inspiring possibilities and a can-do attitude.
The City of Mississauga has a robust business planning and
budget process for allocating funding and resources to
projects as well as a mature Project Management practice
across the organization. All City projects are centrally
managed on a collaboration platform with standards
for Project Management in place ensuring consistent
processes, communication and expectations. The City
has also endorsed and adopted Lean as a standard for
Continuous Improvement, new employees being trained
as White Belt as part of the onboarding process and
 all services throughout the City having a mix of Yellow
and Green Belts and a few Black Belts held centrally in
the Lean offce. The City of Mississauga takes Project
Implementation and Continuous Improvement very
seriously and has a track record of success in implementing
many major projects.
The Smart Cities team is also an example of organization-
wide innovation. Led by the City’s CIO, as well as a Steering
Committee consisting of Directors and Commissioners
from across the organization, this team has members
from IT, Planning & Building, Economic Development,
Culture, Security, Library Services, Communications,
and Works Operations & Maintenance. This team was
brought together to facilitate and execute the Smart Cities
Challenge proposal, as well as the Smart Cities Master Plan.
Organizational strengths and
potential weaknesses
The City of Mississauga currently has a robust digital
infrastructure. At 40 years old the city has grown up with
technology and has integrated a wide range of smart city
technologies as it has developed its built infrastructure.
This includes: 836 Security + Traffc Cameras; 50,000+
Connected LED Streetlights; 60+ Fire Vehicles; 3600
Connected Mobile City Workers (Smartphones, tablets,
notebooks); 200+ Network Connected Electronic Signs;
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/ A Smart City for Everybody
1100 Wif Access Points; 780 Connected Traffc Signals; 850
km Fibre (Public Sector Network); 500 Connected Buses.
Our city is already doing this work and fully prepared to
take on new smart cities projects.
Organizational strength is demonstrated by the City of
Mississauga’s well-established planning process with a
high level of public and key stakeholder engagement as
well as regular reporting out of progress and outcomes.
On average, participation in consultations with Mississauga
increased by 5% between 2015 and 2017, mainly through
online engagement, but also at public meetings and
open houses (2017 Citizen Satisfaction Survey). Having
public and key stakeholder input is an effective way to
foster openness and drive engagement resulting in an
inclusive and informed public planning process. The level
of engagement to develop the Our Future Mississauga
Strategic Plan was extensive starting with the creation of
the Community Advisory Group, a panel of community
leaders, who lead a series of workshops in the community
that exceeded 100,000 in-person engagements. Our
Council has recently adopted a Community Engagement
Strategy and implemented a Centre for Excellence in
Community Engagement (CE2) who will play a role in our
community engagement activities.
A potential weakness as it pertains to the adoption of
smart city technology is public trust with data and privacy.
The issue of privacy has come to the forefront in recent
smart city developments in North America resulting in
 a need for greater consultation and communication. For
example, Google Sidewalk Labs initiative in the City of
Toronto has raised concerns and questions about the use
of data and privacy. The City of Mississauga will need to
anticipate and address the use of data and privacy for the
Smart Cities Challenge recognizing that it may require
additional measures and resources to address this inherent
weakness as we engage the community.

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/ A Smart City for Everybody
 Shortlist Plan
The City of Mississauga has led a comprehensive and
inclusive process as part of the Smart Cities Challenge.
We are well positioned to move onto the next phase of
the process should we be shortlisted. We had developed
a strong plan early in 2017 in preparation for the Smart
Cities Challenge. The City’s Senior Leadership Team and
Council were engaged in the spring of 2017 with a defned
approach, process, timeline and required resources to
make this submission. We feel confdent we can be very
successful in the business case phase and are prepared to
make good use of the $250,000 to build a strong case for
investment in Mississauga.
Mississauga’s challenge idea Solving for Social and Economic
Resilience is an innovative, ambitious and achievable idea that
provides direct beneft to all 23 communities in the City. The
following are the specifc activities that will be undertaken
to develop the City of Mississauga’s business case to win the
Smart Cities Challenge:
Project Management – the City has a Project Management
Support Offce (PMSO) and standard project documents
and processes for managing projects of this scale. Having
strong leadership will be critical to the quality and success
of the development of the business case.
Solution Defnition – the business case will be developed
with the assistance of our agency and private sector
partners as well as bringing on professional services
with expertise in the development of the models and
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/ A Smart City for Everybody
components at the community scale and expertise in
regards to costing of all aspects of the proposal.
Continued Community Engagement – the proposed
Smart City strategies and the Social Resilience Index will
be refned based on continued inclusive and widespread
community engagement to ensure solutions are defned
based on true needs with overall public support.
Technology – identify and implement innovative
technologies that support the bold idea and demonstrates
that Canada is a leader in employing Smart City
technologies. Our technology partners will bring this
expertise to the table.
Budget – defne a plan that effectively uses the $50 million
prize as well as defned contributions from our partners
to maximize the investment demonstrating what can be
achieved through strong partnerships.
Demonstrators – to be a Smart City there must be some
proof of concepts and pilots that drive engagement
amongst the partners as well as in the community.
The $250,000 will be allocated to four major areas of focus
as follows:
Project Management for one dedicated City Staff to lead
the business case process for 6 months - $75,000
 Professional Services with expertise in building
business cases with specifc models and scenarios
that clearly demonstrate what will be done, the value,
measurement(SROI) and investment required including
sustainment plans - $75,000

Demonstrators to test key Smart City strategies in the

community and de-risk future implementation at a greater
scale - $50,000

Communications & Engagement to keep the community

engaged, create awareness and to fne tune the Social
Resilience Index and ideas specifc to each of the
communities - $50,000

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 Partners
We have received overwhelming support from a wide
range of technology, community and educational
partners. Social and Economic Resilience is a vital and
complex issue, which requires a broad range of partners
to solve.
To add new partners:
Community & Educational Partnerships - We have strong
relationships with many local agencies and organizations.
If needed, we will reach out and engage required
organizations in order to develop the program further.
Technology & Industry Partnerships - We have existing
relationships and agreements with many vendors. For new
partnerships we have two options:
• Follow the City’s Procurement procedure
• As this project falls within an election cycle we have
secured Delegation of Authority in order to ensure we
are fexible during the government transition
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/ A Smart City for Everybody
Technology Partners
We will work with our technology partners to fnd solutions
for each of the fve strategies..
IoT, Artifcial Intelligence (AI), Machine Learning (AR),
Augmented Reality (AR), Analytics, Cloud:
Cisco; Amazon; Google; Microsoft; Hatch; Bosch; Rogers;
SAP; OnX; Soti; Bell
Data, GIS, Analytics, Portal, Voice First, Security:
ESRI; Hitachi; Vantara; IMEX; Systems; wipro; Christoff
Consulting; Avega Solutions; Escrypt
Hardware incl. Digital Screens, Laptops, Smart Furniture,
Kiosks, Sensors:
Fujitsu; Lenovo; Renewed Computer Technology; Smartek
Systems; Philips Lighting; A.U.G Signals Ltd.; Infranovate
 Community Partners shape policy decisions

Region of Peel Salvation Army Community and Family Services

• Services for social care such as Ontario Works and
Public Health
• key partner in reaching vulnerable populations,
providing community programs and supports
• social and community service programs focus on
nurturing the capacities, skills and strengths of
individuals rather than just meeting their needs
Dixie Bloor Neighbourhood Centre

United Way of Peel Region • services including New to Canada, Employment

• local social service organization that gives individuals
and families living in Brampton, Caledon and
Mississauga the opportunity to reach their potential and
improve their quality of life
Services, English Classes, Family Programs Youth
Programs, Community Programs, Volunteer
Opportunities, Accessibility
Local Food Banks

• key partner in reaching vulnerable populations, • Provide Food Bank and related services in their
providing community programs and supports, as well as communities
gathering data and key insights

Business Improvement Area (BIA) - Port Credit, Malton,

Clarkson, Streetsville

• will provide a direct connection to neighbourhoods,

their local businesses, amenities, services, and supports

Mississauga Board of Trade (MBOT)

• advocate on policy issues that impact local business at

all levels of government, and are infuential in helping to

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 Education Partners

University of Toronto Mississauga (UTM) - Institute for

Management and Innovation (IMI)

• IMI will be a key partner in helping to develop the Social

and Economic Resilience Index in order to be able to
track success and adapt to community needs

OCADU

• We will work with a variety of departments including

Strategic Foresight, Industrial Design and Inclusive
Design

Glenforest STEM

• We will work with Glenforest STEM in order to reach

youth in our communities in regards to employment
and connecting youth with Smart Cities technologies

Sheridan

• We will work with Sheridan to connect with youth in

regards to opportunity in Mississauga and the future
of work

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 About The Smart Cities
Challenge
Led by Infrastructure Canada, the Smart Cities Challenge
is a pan-Canadian competition open to communities of all
http://www.infrastructure.gc.ca/plan/
sizes, including municipalities, regional governments and
cities-villes-eng.html
Indigenous communities (First Nations, Métis and Inuit).
The Challenge encourages communities to adopt a smart
cities approach to improve the lives of their residents
through innovation, data and connected technology.

• One prize of up to $50 million open to all

communities, regardless of population;

• Two prizes of up to $10 million open to all communities

with populations under 500,000 people; and

• One prize of up to $5 million open to all communities

with populations under 30,000 people.

Infrastructure Canada is engaged Indigenous leaders,

communities and organizations to fnalize the design of
a competition specifc to Indigenous communities that
will refect their unique realities and issues. Indigenous
communities are also eligible to compete for all the prizes
in the current competition.

The Challenge is an open and transparent process. An

independent Jury will be appointed to select fnalists
and winners.

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 Key Dates

2017 2018 2018 2018 2019 2019

December December Summer Winter February Spring

Smart City Challenge Application due Finalists selected Final proposal due Master Plan complete Winner announced
announced

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/ A Smart City for Everybody
 Mississauga Smart City Team Members
Steering Committee Core Team

Mickey Frost, Director, Works Operations Shawn Slack, Director, IT and Chief
and Maintenance Information Offcer, Project Controller

Lori Kelly, Director (Acting), Library Nick Albenese, Senior Manager,

Services Infrastructure Service

Shawn Slack, Director, IT and Chief Ron Kremer, Program Manager,

Information Offcer Internet of Things

Andrew Whittemore, Commissioner, Anthea Foyer, Smart Cities Project Lead,

Planning and Building Curator Digital Public Art

Bonnie Brown, Director, Economic Steve Czajka, Manager, Data and Visualization
Development Studio

Audrey Holt, Communications Advisor,

Communications

Carolyn Paton, Manager, Strategic Financial

Initiatives

Sven Tretop, Senior Manager, IT Architecture

and Innovation

Silvia Fraser, Manager, Security Services

John Imperiale, Senior Manager, Digital

Services and Mobility

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 Glossary
Accessible
The ability for everyone, regardless of
disability or special needs, to access, use
and beneft from everything within their
environment. Founded on the principles of
Universal Design, the goal of accessibility is
to create an inclusive society for people with
physical, mobility, visual, auditory or cognitive
disabilities. This means everyone has equal
access to perceive, understand, engage,
navigate and interact with all elements of the
physical and digital world.
Analytics
The feld of data analysis. Analytics often
involves studying past historical data to
research potential trends, to analyze the
effects of certain decisions or events, or to
evaluate the performance of a given tool or
scenario. The goal of analytics is to improve
the business by gaining knowledge which can
be used to make improvements or changes.
Accessibility for Ontarians with
Disabilities Act (AODA)
Ontario law that aims to identify, remove, and
prevent barriers for people with disabilities.
The AODA became law on June 13, 2005 and
applies to all levels of government, nonprofts,
and private sector businesses in Ontario that
have one or more employees (full-time, part-
time, seasonal, or contract).
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Artifcial intelligence (AI)
The ability of a digital computer or computer-
controlled robot to perform tasks commonly
associated with intelligent beings. The
term is frequently applied to the project
of developing systems endowed with
the intellectual processes characteristic
of humans, such as the ability to reason,
discover meaning, generalize, or learn from
past experience.
Augmented reality (AR)
A type of interactive, reality-based display
environment that takes the capabilities of
computer generated display, sound, text
and effects to enhance the user’s real-world
experience.
Augmented reality combines real and
computer-based scenes and images to deliver
a unifed but enhanced view of the world.
Advanced traffc management
systems (ATMS)
Seek to reduce, or at least contain, traffc
congestion in urban environments by
improving the effciency of utilization of
existing infrastructures. These systems
typically seek solutions to congestion
problems occurring on urban freeways and
surface streets through the deployment of
state-of-the-art sensing, communications, and
data-processing technologies.
Autonomous vehicles
A vehicle that can guide itself without
human conduction.
BIA
A group formed of local business people and
property owners who join together and, with
the support of the municipality, organize,
fnance and carry out physical improvement
and promote economic development in their
district. The local municipality is the body
that is responsible for approving the budget
of the BIA.
Blockchain
A type of data structure that enables identifying
and tracking transactions digitally and sharing
this information across a distributed network
of computers, creating in a sense a distributed
trust network. The distributed ledger
technology offered by blockchain provides a
transparent and secure means for tracking the
ownership and transfer of assets.
Cloud Computing or “The Cloud”
A means of storing and accessing data and
programs over the Internet instead of on a
computer’s hard drive
Co-Working
A style of work that involves a shared
 workplace, often an offce, and independent
activity. Unlike in a typical offce, those
coworking are usually not employed by the
same organization.
Digital divide
Digital divide is a term that refers to the
gap between demographics and regions
that have access to modern information and
communications technology, and those that
don’t or have restricted access. This technology
can include the telephone, television, personal
computers and the Internet.
Digital Ecosystem
An interdependent group of enterprises,
people and/or things that share standardised
digital platforms for a mutually benefcial
purpose, such as commercial gain, innovation
or common interest.
Digital Infrastructure
Foundational services that are necessary to
the information technology capabilities of a
nation, region, city or organization.
Geographic Information System (GIS)
A system designed to capture, store,
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manipulate, analyze, manage, and present all
types of geographical data. The key word to
this technology is Geography – this means
that some portion of the data is spatial.
ICT
Technologies that provide access to
information through telecommunications.
It is similar to Information Technology (IT),
but focuses primarily on communication
technologies. This includes the Internet,
wireless networks, cell phones, and other
communication mediums.
Internet of Things (IoT)
The network of physical devices, vehicles,
home appliances and other items embedded
with electronics, software, sensors, actuators,
and connectivity which enables these objects
to connect and exchange data.
Machine Learning (ML)
An application of artifcial intelligence
(AI) that provides systems the ability to
automatically learn and improve from
experience without being explicitly
programmed. Machine learning focuses on the
development of computer programs that can
access data and use it learn for themselves.
Mixed reality (MR)
The merging of real and virtual worlds to
produce new environments and visualizations
where physical and digital objects co-exist
and interact in real time
Mobile Economy
A combination of the rise of mobile workers,
and the shifts this causes both socially and
economically.
Mobile Workspace
A user’s portable working environment that
gives them access to the applications, fles
and services they need to do their job no
matter where they are.
Open data
The idea that some data should be freely
available to everyone to use and republish as
they wish, without restrictions from copyright,
patents or other mechanisms of control.
Preferred Offsite Mobile Work Location
A Hub or workspace that has been approved
by businesses as an offcial location for their
staff to work from.
 Sensors (Environmental, Traffc, Etc) Tech Corridor or ‘The Corridor’

A device that detects and responds to some
type of input from the physical environment.
The specifc input could be light, heat, motion,
moisture, pressure, or any one of a great
number of other environmental phenomena.
A 100km corridor in Ontario stretching from
Waterloo to Toronto that is the 2nd largest
technology cluster in North America.
Voice First

Smart Street Furniture Devices that employ voice as the primary

Digitally enhanced street furniture that is
active, digital, networked. It can include: wif,
charging stations, data collection, lights,
cameras, screens, and a variety of other
digital capabilities.
input method point the way towards a more
integrated and useful holistic user experience.
It is generally considered to be part of an
array of inclusive and accessible devices.

Social Resilience Index

An index that will be developed in

conjunction with the community that will set
parameters for how to gauge success in social
and economic resilience.

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 A Smart City for Everybody

2018

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